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PART TWO: LEADING TOMORROW
3. Push and pull learning – Traditional courses and qualifications are designed by an
‘expert’ who considers what a ‘typical’ worker might need to know or be able to do.
The ‘expert’ then designs a programme to ‘push’ this learning out to learners. In more
sophisticated versions, the expert will find out something about the workers they are
delivering to, but they will still decide the programme. In many situations this is entirely
appropriate, especially when learners are inexperienced.
But technology now provides opportunities for individuals to ‘pull’ knowledge to
themselves from sources that they trust. To ‘Google’ has become a verb. There are now
other ways to search for knowledge. Online tools such as Twitter, blogs, e-zines, and
content curation sites like Scoop.it and Flipboard 2.0 allow individuals to ‘follow’ experts
in their field. Experts who share their thoughts and links to resources they have found
useful are highly valued and attract numerous ‘followers’. Much of this is in real time
and the process of ‘liking’ or +1 or re-tweeting ensures that outstanding resources rise
to the top. These are the basics of developing a personal learning network, although
they become far more powerful when they are social learning networks. 69
Enterprise Social Networks (ESNs)
How do we take the principles of Connectivism, 70:20:10 and push and pull learning
and apply them as a learning organisation? One step is to develop a connected
workplace. However, many organisations are structured in hierarchical silos where
communication between departments and even individuals within teams, is often
constricted. To achieve this there needs to be a platform to enable connections and
communication to take place within a safe environment.
Organisations are using Facebook, Linkedin and increasingly Google+ as a
communication platform with customers and stakeholders. But they are generally open
networks where information and communication is likely to be guarded. ESNs are similar
tools but membership is restricted to invited people only, allowing transparent
connections to be made.
Examples of ESNs are: Yammer, Chatter, Jive, Socialcast and Sharepoint. Some of the
biggest names on the planet are acquiring ESNs and using them to create a connected
workplace. For example, Yammer, a four year old company, was recently purchased by
Microsoft for $1.2 billion and is being integrated into its Office suite of products. Whilst
organisations such as T-Mobile, Phillips, Pearson and BUPA are using ESNs to boost
collaboration amongst their workforce.
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